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Educational Theoristsa self-assessment quiz
“we stand on the shoulders of giants” to learn more about each theorist click on photos within presentation
YouTube and Lecture Hall links are also provided for additional information
• Identify the theorist who created and founded an institute for reality therapy and published The Quality School & Choice Theory.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
William Glasser
In Quality Schools (1990) Glasser identifies six phases a classroom must go through to begin the process of becoming part of a quality school:
1. There must be a warm, supportive classroom environment.
2. Students should be asked to only do useful work.
3. Students are always asked to do their best.
4. Students are asked to evaluate and improve their own work.
5. Quality work always feels good.
6. Quality work is never destructive.
Getting to know
William Glasser (1925)
Click on photo to learn more
• Identify the theorist who is an expert in the fields of organizational development, leadership, and change. This theorist has authored works on leadership include Leaders and One Becoming a Leader.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Warren Bennis
Four Competencies of Great Leaders
1. Management of attention: the ability to draw others to them, they manage attention through a set of intentions or a vision.
2. Management of meaning: make ideas and vision apparent to others, align people with them, communicate their vision.
3. Management of trust: people would rather follow someone they count on, even if they disagree, determinant of trust is constancy and focus
4. Management of self: knowing one’s skills and using them effectively, recognizing strengths and nurturing them.
Getting to knowWarren Bennis (1925)
• This author of The Shame of a Nation (2005) and Rhodes Scholar was hailed by the The Chicago Sun-Times as “today’s most eloquent spokesperson for America’s disenfranchised,” this theorist is devoted to issues of education and social justice in America.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Jonathan Kozol
• As Kozol continues his journey to school systems in other cities in the U.S., he finds that it is not an anomaly, that many of the same problems exist in predominantly Black or Latino inner-city schools across the country.
• The connection between the failure to provide poor children a good education and the number of poor, young adults in prison becomes all too clear.
• In Savage Inequalities, Kozol mentions that in New York City, 90% of the male jail prisoners are former public school drop-outs. Incarceration of each inmate, he notes, costs the city nearly $60,000 every year, far more than it would cost to provide a decent education.
Getting to know
Jonathan Kozol (1936)
Click on photo to learn more
• Identify the theorist who worked with Educational Testing Service (ETS) to provide a framework for making teacher-licensing decisions and who helped prepare PRAXIS III. This theorist has written several books, including Enhancing Student Achievement: A Framework for School Improvement.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-Hammond W. Edwards Deming John Dewey Peter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Charlotte Danielson
The Framework for Teaching
• Domain 1: Planning and Preparation
• Domain 2: Classroom Environment
• Domain 3: Instruction
• Domain 4: Professional Responsibilities
Getting to know
Charlotte Danielson
• Identify the theorist who has made influential contributions to the field of organizational learning and change management. This theorist authored The Fifth Discipline and The Dance of Change. He or she also founded the Center for Organizational Learning at M.I.T.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Peter Senge
Five “disciplines” vital for a Learning Organization
• Team learning
• Building shared vision
• Mental models
• Personal mastery
• Systems thinking
Review Ten Challenges for Initiating Change
Getting to know
Peter Senge (1947)
• Identify the theorist who is recognized as an authority in the area of educational change. This prolific author’s works include The Six Secrets of Change and The Moral Imperative of School Leadership.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Michael Fullan
Fullan’s model of educational change proposes four broad phases in the change process:
• Initiation
• Implementation
• Continuation
• Outcome
Getting to know
Michael Fullan
• Identify the theorist who is a leader in educational reform and research. This theorist sparked major policy changes across the U.S. to improve the quality of teacher education and teaching. His or her written work includes The Right to Learn and Authentic Assessment in Action.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Linda Darling-Hammond
• Genuine Accountability and Standards-Based Reform
– Darling-Hammond contends that real accountability does
not just consist of having tests, standards and incentives.
Schools must offer a rich and rigorous curriculum for every
child, highly qualified teachers who can teach the
curriculum well and must ensure that students’ well-being
in terms of teaching and learning is very carefully managed
in the classroom.
Professional Development
Teacher Recruitment and Retention
Getting to know
Linda Darling-Hammond
• Identify the theorist who published Modern Education Measurement: Practical Guidelines for Educational Leaders and who developed an instructional model with Eva Baker that had four parts. This author, who is frequently featured in Kappan, is opposed to evaluation by standardized tests.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
James Popham
Standardized Achievement Tests
• Scores are not valid measurements of
educational quality for three reasons:
1. Testing-teaching mismatches
2. Psychometric tendency to eliminate important test
items
3. Confounded causation
See Nine Guidelines for a New Generation of
Statewide Achievement Tests
Getting to know
W. James Popham (1930)
• Identify the theorist who is renowned as a curriculum specialist, who published Deciding What to Teach & Test: Aligning & Auditing the Curriculum and used terms such as ‘deep curriculum alignment’ and ‘front loading.’ He is known as “father or a curriculum auditing process for schools.”
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-Hammond W. Edwards Deming John Dewey Peter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Fenwick English
Three types of curriculum
• Formal: found in curriculum guides, state
regulations, scope and sequence charts
• Informal: unrecognized and unofficial aspects of
designing and delivering the curriculum
• Hidden: taught without formal recognition,
expectations and suppositions about social conduct
See Model of Curriculum Alignment
Getting to know
Fenwick English (1939)
• Identify the theorist who was the father of the Japanese post-war industrial revival and the “Theory of Profound Knowledge.” He is regarded by many as the leading quality guru in the United States and who took the ideas of minimization of variation and quality management to Japan.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
W. Edwards Deming
Dr. Deming's famous 14 Points, originally presented in Out of the Crisis, serve as management guidelines.
• Create and communicate to all employees a statement of the aims and purposes of the company.• Adapt to the new philosophy of the day; industries and economics are always changing.• Build quality into a product throughout production.• End the practice of awarding business on the basis of price tag alone; instead, try a long-term
relationship based on established loyalty and trust.• Work to constantly improve quality and productivity.• Institute on-the-job training.• Teach and institute leadership to improve all job functions.• Drive out fear; create trust.• Strive to reduce intradepartmental conflicts.• Eliminate exhortations for the work force; instead, focus on the system and morale.• (a) Eliminate work standard quotas for production. Substitute leadership methods for improvement.
(b) Eliminate MBO. Avoid numerical goals. Alternatively, learn the capabilities of processes, and how to improve them.
• Remove barriers that rob people of pride of workmanship• Educate with self-improvement programs.• Include everyone in the company to accomplish the transformation.
Getting to know
W. Edwards Deming (1900-1993)
• Identify the theorist who published The Practice of Management and his philosophies continue to greatly influence education and business management theory. He is often referred to as the “father of modern management.”
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Peter Drucker
Key Concepts
• Strategic management needed• Decentralization as the principle of effectiveness and the key to
productivity and effectiveness• Emphasis on high quality personnel management• Emphasis on marketing• Need for long-range planning
On Leadership
• The only definition of a leader is someone who follows.• An effective leader is not someone who is loved or admired.
Popularity is not leadership; results are.• Leaders are highly visible. They set examples.• Leadership is not a rank, privileges or money. It is responsibility.
Getting to know
Peter Drucker (1909-2005)
• Identify the theorist who published Taxonomy of Educational Objectives (1956). In this work, the author set forth a hierarchy of learning, beginning with factual knowledge and leading through comprehension, application, analysis, synthesis and evaluation.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Benjamin Bloom
Bloom’s Taxonomy: Three overlapping domains
• Cognitive Domain– Knowledge– Comprehension– Application– Analysis– Synthesis– Evaluation
• Affective Domain– Receiving– Responding– Valuing– Organization– Characterization
Getting to know
Benjamin Bloom (1913-1999)
Psychomotor DomainLearning is demonstrated by physical skills
• Identify the theorist who maintained that there are two fundamental approaches to managing people. Many managers tend towards Theory X, and generally get poor results. Enlightened managers use Theory Y, which produces better performance and results.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Douglas McGregor
Theory X ('authoritarian management' style)• The average person dislikes work and will avoid it he/she can. • Therefore most people must be forced with the threat of punishment to work towards
organizational objectives. • The average person prefers to be directed; to avoid responsibility; is relatively
unambitious, and wants security above all else.
Theory Y ('participative management' style)• Effort in work is as natural as work and play. • People will apply self-control and self-direction in the pursuit of organizational
objectives, without external control or the threat of punishment. • Commitment to objectives is a function of rewards associated with their achievement. • People usually accept and often seek responsibility.• The capacity to use a high degree of imagination, ingenuity and creativity in solving
organizational problems is widely, not narrowly, distributed in the population. • In industry the intellectual potential of the average person is only partly utilized.
Getting to know
Douglas McGregor (1906-1964)
• Identify the theorist who is an advocate of educational reform through school redesign. This theorist is best known for A Place Called School. The theorist tackles the is issues of the mission of schooling, improving schools, and addressing teacher shortage.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
John Goodlad
Key Concepts
For much of his career, Goodlad has been involved in an array of educational reform programs and projects and has engaged in large-scale studies of educational change, schooling, and teacher education. Most recently, he has inquired into the mission of education in a democratic society to which such renewal must be delivered.
In his book, In Praise of Education, he argues that education is an inalienable right in a democratic society, and advances the view that the purpose of education is to develop individual and collective democratic character.
Getting to know
John Goodlad
• Identify the theorist who was recognized in the field of organizational development for two theories of motivation: hygiene theory and motivation.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Frederick Herzberg
Key Concepts
• Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been (and still now by the unenlightened) believed.
• In 1959 Herzberg wrote the following useful little phrase, which helps explain this fundamental part of his theory, i.e., that the factors which motivate people at work are different to and not simply the opposite of the factors which cause dissatisfaction:
"We can expand ... by stating that the job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors which define the job context."
Getting to know
Frederick Herzberg (1923-2000)
• Identify the theorist who found the secrets of human learning and knowledge hidden behind the cute and seemingly illogical notions of children. This theorist introduced the use of schemas, experience and play in education and conducted research on genetic epistemology.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Jean Piaget
Key ConceptsStages of Cognitive Development• Stage Characterized by Sensori-motor (Birth-2 yrs) Differentiates self from
objects Recognizes self as agent of action and begins to act intentionally: e.g. pulls a string to set mobile in motion or shakes a rattle to make a noise Achieves object permanence: realizes that things continue to exist even when no longer present to the sense
• Pre-operational (2-7 years) Learns to use language and to represent objects by images and words Thinking is still egocentric: has difficulty taking the viewpoint of others Classifies objects by a single feature: e.g. groups together all the red blocks regardless of shape or all the square blocks regardless of colour
• Concrete operational (7-11 years) Can think logically about objects and events Achieves conservation of number (age 6), mass (age 7), and weight (age 9) Classifies objects according to several features and can order them in series along a single dimension such as size.
• Formal operational (11 years and up) Can think logically about abstract propositions and test hypotheses systemtically Becomes concerned with the hypothetical, the future, and ideological problems
Getting to know
Jean Piaget (1896–1980)
• Identify the theorist who has been described as the person who has made the most significant contributions to the development of educational thinking in the twentieth century. This theorist is know for philosophical pragmatism, concern with interaction, reflection and experience, and interest in community and democracy.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
John Dewey
Key Concepts
• Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been (and still now by the unenlightened) believed.
• In 1959 Herzberg wrote the following useful little phrase, which helps explain this fundamental part of his theory, i.e., that the factors which motivate people at work are different to and not simply the opposite of the factors which cause dissatisfaction:
"We can expand ... by stating that the job satisfiers deal with the factors involved in doing the job, whereas the job dissatisfiers deal with the factors which define the job context."
Getting to know
John Dewey (1859-1952)
• Identify the theorist who conducted numerous investigations into human behavior that led to the development of the theory of a Hierarchy of Needs. This theory still impacts the need for employers to provide a workplace environment that encourages and enables employees to fulfill their own unique potential (self-actualization).
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Lickert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Abraham Maslow
Key Concepts 1990s adapted hierarchy of needs
1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.
2. Safety needs - protection from elements, security, order, law, limits, stability, etc.
3. Belongingness and Love needs - work group, family, affection, relationships, etc.
4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.
5. Cognitive needs - knowledge, meaning, etc.
6. Aesthetic needs - appreciation and search for beauty, balance, form, etc.
7. Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal growth and peak experiences.
8. Transcendence needs - helping others to achieve self actualization.
Getting to know
Abraham Maslow (1908-1970)
• Identify the theorist who is recognized as the founder of modern social psychology. This theorist has had a profound impact in the field of organizational behavior and the study of group dynamics.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Likert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Kurt Lewin
Key Concepts
Field TheoryA field is defined as "the totality of coexisting facts which are conceived of as mutually
interdependent"• behavior is a function of the field that exists at the time the behavior occurs • analysis begins with the situation as a whole from which are differentiated the component parts• the concrete person in a concrete situation can represented mathematically
Group DynamicsOut of Lewin’s research, two key ideas emerged central to understanding group dynamics:• Interdependence of Fate: the rationale behind this idea is that groups from on a psychological level not necessarily
because members are similar to one another, but rather because their fate depends on the fate of the group as a whole.
• Task Interdependence: a more powerful dynamic is created if the group’s task is such that members of the group depend on one antoher.
Force Field AnalysisThis management technique is used for diagnosing situations and may be useful when analyzing the
variables involved in change initiatives. This theory assumes that in any situation there are both driving and restraining forces that may influence a change that might occur.
Getting to know
Kurt Lewin (1919-1989)
• Identify the theorist who is recognized as the founder of modern social psychology. This theorist has had a profound impact in the field of organizational behavior and the study of group dynamics.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Likert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Rensis Likert
Key Concepts
Management StylesExploitive-Authoritative System• Decisions are imposed on subordinates• Motivation is characterized by threats• High levels of management have great responsibility, lower levels have virtually none• No joint teamwork and no communication
Benevolent-Authoritative System• Leadership is by a condescending form of master-servant trust• Motivation is mainly by rewards• Managerial personnel feel responsible, but lower levels do not• Very little teamwork and relatively little communication
Consultative System• Leadership is by superiors with substantial, but not complete trust in their subordinates• Motivation is by rewards and some involvement• A high proportion of personnel feel responsibility for achieving organizational goals• Some communication (both horizontal and vertical) and a moderate amount of teamwork
Participative-Group System• Leadership is by superiors who have complete confidence in their subordinates• Motivation is by economic rewards based on goals which have been set in participation• Personnel at all levels feel responsibility for organizational goals• Much communication and a substantial amount of cooperative teamwork
Getting to know
Rensis Likert (1903-1981)
• Identify the theorist who was a leader in the school of psychology known as behaviorism. This theorist discovered the principles of operant conditioning – learning that involves rewards and punishments.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Likert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
B.F. Skinner
Key Concepts
Operant ConditioningAll organisms are influenced by the consequences that are produced by their own behavior. Basic
beliefs of this theory include:• All animals and humans are behaving creatures• A given act is followed by an experience that is a consequence of the act• The quality of the consequence influences further actions
ReinforcementsThere are two basic models of reinforcement, both are designed to increase a target behavior:• Positive Reinforcement: Responses that are rewarded are likely to be repeated• Negative Reinforcement: Responses that allow escape from painful or undesirable situations are likely to be
repeated• None Reinforcement: Responses that are not reinforced are not likely to be repeated
Getting to know
B.F. Skinner (1904-1990)
• What theorist studied businesses to determine how good organizations became great? His flywheel concept includes getting the right people on the bus in the right seats.
Warren BennisBenjamin BloomJim CollinsCharlotte DanielsonLinda Darling-HammondW. Edwards DemingJohn DeweyPeter DruckerFenwick W. EnglishMichael FullanWilliam Glasser John GoodladFrederick HerzbergJonathan KozolKurt LewinRensis Likert Douglas McGregorAbraham MaslowJean PiagetJames PophamPeter SengeB. F. SkinnerTannenbaum & SchmidtFrederick W. Taylor
Jim Collins
Key Concepts
Collins’ and his team identified four basic practices for creating a culture where the truth is heard…
• Lead with questions, not answers. The purpose of the questions was to gain true understanding, not to manipulate. This practice is further demonstration of the Level 5 leaders’ humility to know that he or she was not sufficient in themselves to have all the answers.
• Engage in dialogue and debate, not coercion. The goal was to find the best answer and those involved were committed to whatever it took to get this answer because they were fully engaged for the good of the organization.
• Conduct autopsies, without blame. With the right people on the bus and in the right seats, there should be no need to assign blame, even for the biggest mistakes. Rather, 1) accepting responsibility for the mistake, or failure, 2) dissecting it to learn from it, and then 3) applying this learning in future situations creates a culture of greatness.
• Build red-flag mechanisms that can’t be ignored. Good-to-great companies have no greater access to information than other companies. They have just identified ways to trigger adaptive responses to the information they get—whether from customers or employees, vendors or collaborators. Acting on such input honors the one who gives it and improves the individual and/or company that receives it.
Getting to know
Jim Collins (1958)
lecture hall